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The Change Champion's Field Guide
Strategies and Tools for Leading Change in Your Organization
Louis Carter (Author), Roland L. Sullivan (Author), Marshall Goldsmith (Author), Dave Ulrich (Author), Norm Smallwood (Author)
9781118136263, Wiley
Paperback / softback, published 9 August 2013
832 pages
23.4 x 17.9 x 5.4 cm, 1.315 kg
Nearly a decade later, leading change pioneers in the field have realigned to bring you the second edition of the Change Champion's Fieldguide.
This thoroughly revised and updated edition of the Change Champion's Field Guide is filled with the information, tools, and strategies needed to implement a best practice change or leadership development initiative where everyone wins. In forty-five chapters, the guide's contributors, widely acknowledged as the "change champions" and leaders in the fields of organizational change and leadership development, explore the competencies and practices that define an effective change leader. Change Champions such as Harrison Owen, Edgar Schein, Marv Weisbord, Sandra Janoff, Mary Eggers, William Rothwell, Dave Ulrich, Marshall Goldsmith, Judith Katz, Peter Koestenbaum, Dick Axelrod, David Cooperrider, and scores of others provide their sage advice, practical applications, and examples of change methods that work.
Change Champion's Field Guide examines the topic of leadership and change within four main topics including:
List of Figures, Tables, and Exhibits xi Acknowledgments xvii Who Should Read This Book? xix About This Book xxiii How to Use This Book xxv Introduction by the Editors xxix Foreword by W. Warner Burke xxxiii Part One Transformational and Large-Scale Change Chapter One Driving Change Through Career Models: An Operating System for Integrated Talent Management 3 Chapter Two Driving Cultural Transformation During Large-Scale Change 29 Chapter Three Leveraging Musical Experiential Learning for Organizational Impact 38 Chapter Four Navigating the White Water of Organization-Wide Change: Best Practice Principles for Change Management 51 Chapter Five Practice Positive Deviance for Extraordinary Social and Organizational Change 73 Chapter Six Restoring Hope During Times of Mistrust 95 Chapter Seven The Borderless Organization: Its Time Has Come 107 Chapter Eight The Costs of System Blindness and the Possibilities of System Sight: Middle Bashing, a Case in Point 120 Chapter Nine Words Matter: Build the Appreciative Capacity of Organizations 131 Chapter Ten Whole System Transformation Through a Polarity Lens: An Idea Whose Time Has Come 148 Chapter Eleven Whole Systems Transformation: An Effectiveness Paradigm Shift for Strategic Change 178 Part Two Fundamentals of Leading Change Chapter Twelve Be a Skilled Communicator: Lead Dialogue Processes to Build Commitment and Reach Shared Understanding 205 Chapter Thirteen Build Expert Negotiators: What Do We Know About Training World-Class Negotiators? 221 Chapter Fourteen Change Leadership Behavior: The Impact of Co-Workers and the Impact of Coaches 236 Chapter Fifteen Change Through Smart-Mob Organizing: Using Peer-by-Peer Practices to Transform Organizations 246 Chapter Sixteen Do Leaders Have Tools and a Common Language to Work Together for Sustainable Change? 267 Chapter Seventeen How Nature Innovates: The Competitive Edge for Organizations 286 Chapter Eighteen Liberating Structures: A Pattern Language for Engagement 300 Chapter Nineteen Maintain the Highest Ethics and Integrity: Raise the Bar from Corporate Compliance to Total Organizational Integrity 314 Chapter Twenty Meetings: Will You Choose Contentment or Greatness? 328 Chapter Twenty-One My Life on the Learning Curve 338 Chapter Twenty-Two Open Space Technology—And Beyond 347 Chapter Twenty-Three Rethinking Scale in Organizational Change 357 Chapter Twenty-Four Ten Principles for Changing the World One Meeting at a Time 372 Chapter Twenty-Five The Philosophic Change Champion: Philosophy in a New Era (Work in Progress) 385 Chapter Twenty-Six Understand and Apply Sociology and Anthropology: Build Brand and Leadership Through Business Anthropology, Market Research, and Scenario Planning 428 Chapter Twenty-Seven Value Diversity and Inclusion: Leveraging Differences for Bottom-Line Success 445 Part Three Transformational Leadership and Sustaining Results Chapter Twenty-Eight Changing Organizational Culture Through Clear Leadership 463 Chapter Twenty-Nine Crucial Conversations, Transformational Moments, and Real Organizational Change 480 Chapter Thirty Develop Leaders Who Build Market Value: The Right Results, The Right Way 494 Chapter Thirty-One Developing Organization Change Champions Throughout the Organization 513 Chapter Thirty-Two Early Traps in Consulting Efforts: Managing Dysfunctional Client Behavior During “Entry” 531 Chapter Thirty-Three Keep Good Company: New Ways to a Sustainable, Blue-Chip Creative Culture 541 Chapter Thirty-Four Manage Your Work and Values: Go Beyond Replacing Executives and Manage Your Work and Values 558 Chapter Thirty-Five Managing Organizational Emotional Alignment for Exceptional Business Performance Results 573 Chapter Thirty-Six The Role of Leadership in the Management of Organizational Transformation and Learning 595 Chapter Thirty-Seven You Can’t Become a Champion Unless You Keep Score: Measuring People Management Programs 603 Part Four Case Studies of Change Methods in Action Chapter Thirty-Eight Case Study 1: Action Learning in Action: Crack the Code at Bank of America 629 *Supportive Chapters Fourteen, Twenty, Twenty-One, and Thirty-Seven Chapter Thirty-Nine Case Study 2: Appreciative Inquiry in Action: Telefonica 646 Chapter Forty Case Study 3: Culture Change in Action: Twelve Months Without Buy-In 649 Chapter Forty-One Case Study 4: Developing Leaders in Action: Globalizing Leadership at LG Electronics 672 Chapter Forty-Two Case Study 5: Emotional Intelligence in Action: Sabre Holdings Corporation 682 Chapter Forty-Three Case Study 6: Open Space in Action: A Structure for Emergent Strategy and Change at Accor’s Summer University 689 Chapter Forty-Four Case Study 7: Transformational Change Moments in Action: South Texas Project 697 Chapter Forty-Five Case Study 8: Whole System Transformation and Polarity in Action: The Business of Paradox at Cargill and at BBC News 701 References and Suggested Readings 707 Name Index 729 Subject Index 735 About the Contributors 763 About Best Practice Institute 791
David G. White, Jr.
Wendy L. Heckelman, with Christina Garofano and Sheryl Unger
Paul Kwiecinski
William Q. Judge and R. Steven Terrell
Jerry Sternin
Mary Eggers and Lorri Johnson
Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi
Barry Oshry
David Bright and David Cooperrider
Robert “Jake” Jacobs and Lynnea Brinkerhoff, with Barry Johnson
Roland L. Sullivan, William J. Rothwell, Louis Carter, and Mary Jane B. Balasi
Jodi Knox McGinnis
Lawrence Susskind
Marshall Goldsmith, Howard Morgan, and Marc Effron
Liz Guthridge
Ralph Jacobson
George Land and Greg Zlevor
Lisa Kimball
Scott W. Ventrella
Dick Axelrod and Emily Axelrod
Marvin Weisbord
Harrison Owen
David Sibbet
Marvin Weisbord and Sandra Janoff
Peter Koestenbaum
Steve Barnett
Judith H. Katz
Gervase R. Bushe and James O’Malley
Larry Peters and Joseph Grenny
Norm Smallwood and Dave Ulrich
D.D. Warrick
Harvey A. Hornstein and Eric C. Marcus
Ivy Ross and David Kuehler
William J. Rothwell
Deborah Rozman and Doc Childre
Edgar H. Schein
John Sullivan
Eryn O’Brien and Steve R. Terrell
Ilma Barros and David Bright
*Associated with Chapter Nine
Mark Samuel
*Supportive Chapters Four, Eight, Eleven, Twelve, and Twenty-Three
Laurence Smith
*Associated with Chapter Thirty
Matt Robbins and Sibyl Cryer
*Associated with Chapter Thirty-Five
Christine Koehler and Christopher Schoch
*Associated with Chapter Twenty-Two
VitalSmarts, LLC
*Associated with Chapter Twenty-Nine
Greg Page and Julie Beedon
*Associated with Chapter Ten
Subject Areas: Business & management [KJ]
